Character -- Why It Matters In Leaders

Written by Guy Harris


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As you can see fromrepparttar results of these studies,repparttar 119413 character ofrepparttar 119414 leader affects not onlyrepparttar 119415 behavior ofrepparttar 119416 organization, but its results as well. I do not know allrepparttar 119417 details ofrepparttar 119418 Enron or MCI WorldCom scandals, but I do know thatrepparttar 119419 fallout hurtrepparttar 119420 companies and their employees. These examples are extreme cases of character failures, but many smaller ones happen in business and organizational life every day.

As usual, I have a story to relate to illustrate my point. One time I hired a man to work in a department I managed. Duringrepparttar 119421 hiring process, I realized that a woman inrepparttar 119422 department, working inrepparttar 119423 same capacity, was significantly underpaid compared to both industry standards andrepparttar 119424 starting salary ofrepparttar 119425 man we were hiring. I immediately went to my supervisor and attempted to negotiate a resolution plan. In response to my request to adjust her salary he asked, “Does she know that he will be making more than her?” This perspective floored me. It seems that her knowledge ofrepparttar 119426 situation, rather than a determination of whether it was right or wrong, wasrepparttar 119427 deciding factor on whether it should be addressed or not. At that moment, I remembered a statement I had heard long before: “Character is what you do when no one is watching.”

Unfortunately, I was unable to persuade my supervisor to take action in this case. This response severely damaged my trust and respect for bothrepparttar 119428 person andrepparttar 119429 organization. I eventually leftrepparttar 119430 organization for other reasons, but in retrospect, I probably should have left sooner. When it comes to character, leaders simply cannot compromise.

You can staff your organization to compensate for skill and knowledge deficiencies. You must stand alone on character. Do not let short-term thinking entice you into small, subtle concessions on matters of character. Be a leader of high morals and impeccable integrity in everything you do.

So, I encourage you to remember this simple tip . . . It is far better to have character than to be one.

You may use this article for electronic distribution if you will include all contact information with live links back torepparttar 119431 author. Notification of use is not required, but I would appreciate it. Please contactrepparttar 119432 author prior to use in printed media.

Copyright 2005, Guy Harris

Guy Harris helps entrepreneurs, business managers, and other organizational leaders improve team performance by applying the principles of human behavior.

Guy co-authored "The Behavior Bucks System(tm)" (http://www.behaviorbucks.com) to help parents apply behavioral principles in the home. Register for Guy's monthly “Positive Principles” newsletter at http://www.principledriven.com/newsletter.htm


Hiring Tip – Picking the Best Candidates

Written by Guy Harris


Continued from page 1

The idea is to getrepparttar candidate talking about how they handled a specific situation (their feelings, actions, and responses). By addressing a specific situation rather than a hypothetical scenario, you get a good feel for how they might handle a similar situation inrepparttar 119412 future.

4) Asrepparttar 119413 candidate responds, look for evidence ofrepparttar 119414 core competencies you identified in step 1. Use your checklist to keep track of your observations. 5) Train several people to conduct this type of interview. Always have more than one person involved inrepparttar 119415 process. I suggest having several people interviewrepparttar 119416 candidate. Each interviewer should ask about a different part ofrepparttar 119417 person's life and work experience (school, work, volunteer work, etc). 6) Afterrepparttar 119418 interview process, get each interviewer together to compare notes and observations. Ifrepparttar 119419 candidate demonstratesrepparttar 119420 key skills you are seeking across several areas of their life, they are likely to bring those skills into your business. Now you have a good basis for deciding whether this person fits you and your organization. I have been through this type of interview on both sides ofrepparttar 119421 table. I find that it works very well and creates a win-win scenario for both parties. Forrepparttar 119422 qualified candidate,repparttar 119423 process feels good because there are no “trick” questions. Forrepparttar 119424 interviewer, it gives you concrete information that you can use to make an informed decision aboutrepparttar 119425 candidate’s fit in your organization. Onlyrepparttar 119426 unqualified candidate loses. For them,repparttar 119427 process is uncomfortable. They must give specifics; there is little room for “shadingrepparttar 119428 truth” to getrepparttar 119429 job.

You may use this article for electronic distribution if you will include all contact information with live links back torepparttar 119430 author. Notification of use is not required, but I would appreciate it. Please contactrepparttar 119431 author prior to use in printed media.

Copyright 2005, Guy Harris

Guy Harris helps entrepreneurs, business managers, and other organizational leaders improve team performance by applying the principles of human behavior.

Guy co-authored "The Behavior Bucks System(tm)" (http://www.behaviorbucks.com) to help parents apply behavioral principles in the home. Register for Guy's monthly “Positive Principles” newsletter at http://www.principledriven.com/newsletter.htm


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